Agile and UX are, on the face of it, incompatible but Lean UX can be tailored to work with a range of Agile methodologies; the challenge is streamlining the UX to fit in with Sprints. Preperation, testing, refinement, design and implementation can fit in very well as long as you have a view of upcoming work.
Ideally your Product Owner involves you with the product grooming, which gives you plenty of 'thinking time' before a Sprint reaches kick-off; thankfully with the Land Rover project this was a given.
Typically my first task would be a briefing with the Product Owner as to the nature of the upcoming Sprint. As we talked I'd produce quick scamps of potential solutions, so we could rapidly identify pain-points, both from a Business perspective but from a User perspective too, these came from initial project user research and, with enough time before sprint kickoff, guerrilla testing of the initial scamps. Were they pretty? No! Were they effective? Yes!
I'd start to work these scamps up into more detailed solutions, consulting with the Devs and Creatives, still on paper, which I'd present during Sprint kick-off. Each design decision being matched again a User Story. It was at this point that Dev and Design teams became fully involved, bringing their knowledge to bear and challenging and refining the wide solution. When we had reached agreement these decisions were documented and the now heavily annotated paper designs were placed on the wall for instant reference.
Once the Sprint had kicked off, and all team members knew what we we're aiming for.I'd take the agreed designs and start to wireframe them using Omnigraffle. This served two purposes, one it created a paper-trail so that any designer who came after me could follow the designs when the wall poster were taken down and secondly it allowed more detailed annotations for team members who had questions if I was unavailable.
I'd prototype the wireframes to agreed breakpoints, clearly illustrating both Responsive and Adaptive solutions, so that Content Authors could start to produce long and short form content pieces and developers could start preparing layout templates.
Variations in components were clearly documented, the behaviours, the results and visual interactions all clearly defined, but in a very quick and inclusive document so that the behaviour became more important that the UI, the look and feel of which was clearly defined in discussions between UX, Creative and Front end.
. As development progressed I'd be less involved with the documentation, which would mainly be through updating the wall displays, and more involved with working with the Product Owner to define upcoming Sprints and getting more user insight from continuous research.
The final development was demoed at regular intervals to the Product Owner,to ensure we were matching his vision, and the final piece was shown via web-ex to the global Stakeholders. Every demo would show the cross device solutions and known issues.
When MVP had been satisfied, it would then be tested extensively for user feedback, which would then feedback into bug-fixing sprinted and refinements before going live.